8.
Some Background One could consider a company to be a collection of value streams providing value to various internal and external customers Company Customer Value Stream Customer Value StreamCustomer Value Stream Customer Value Stream 7

9.
Some Background Similarly, one could look at a company as a collection of processes Company Customer Process Process Process Customer Process Process ProcessCustomer Process Process Process Customer Process Process Process 8

10.
Some Background Ideally, the vision set by a company’s leadershipprovides processes within the company a direction in which improvements should move them Is NOT a “Mission Statement” Is NOT a “Vision Statement” Vision IS specific & actionable Process Process Process Process Process Process Process Process Process 9

13.
Structure of the Improvement Kata 1 First, understand the direction in which the process needs to improve • How does leadership’s vision apply to this process? • What is the challenge for this process to achieve? • Value Stream Mapping is a great tool for setting challenges!Adapted from Mike Rother / Improvement Kata Handbook 12

14.
Structure of the Improvement Kata 1 2 Then, deeply understand the current condition (CC) for the process • Detailed process analysis is performed in order to develop this understandingAdapted from Mike Rother / Improvement Kata Handbook 13

15.
Structure of the Improvement Kata 1 2 3 Next, establish a target condition (TC) describing how the process should operate to move it toward its challenge • This is a specific, actionable description of the desired patternAdapted from Mike Rother / Improvement Kata Handbook 14

16.
Structure of the Improvement Kata 1 2 3 4 Finally, use Plan-Do-Check-Act (PDCA) to perform small experiments that move the process toward its target condition • This will expose the unseen obstacles, helping identify what needs to be worked on! • Tools may be pulled into the process as needed to overcome these obstacles (e.g. lean tools)Adapted from Mike Rother / Improvement Kata Handbook 15

17.
Structure of the Improvement Kata Another depiction of the Improvement Kata:Adapted from Mike Rother / Improvement Kata Handbook 16

24.
The Improvement Kata Coaches are typically the person to which the process owner reportsConsider this:Your boss is always teaching you something, whether consciously or not• The Wrong Lessons: • Focus on making the metrics look good (versus on the process itself) • Do what I say, don’t think for yourself • Make conclusions based on assumptions and personal preference • Protect my kingdom • Gather information from your desk – no need to go and see• A Good Lesson: • Here’s how you apply Teaches x the Improvement Kata! Coach LearnerAdapted from Mike Rother / Improvement Kata Handbook 23

34.
Roles & Structure The learner and the coach are interdependent, relying on each other for process improvement TC • Learner relies on coach to help Process Understanding & Improvement understand the Improvement Kata • Coach relies on learner to: • come up with solutions that improve the process • help gain deep understanding of the processAdapted from Mike Rother / Improvement Kata Handbook 33

35.
Roles & Structure There are a couple supporting roles as well: IK Coaching, NOT SOLUTIONS Coach Facts & Data, Next IK Step Improves through PDCA Learner Facts, Data, & Ideas Team Members The team members that work in a process support the learner by helping generate ideas to overcome obstaclesAdapted from Mike Rother / Improvement Kata Handbook 34

42.
Roles & Structure Learner: scientifically striving for the challenge using the IK. •Looking for cause-and-effect between steps taken and progress toward the target condition Coach: scientifically teaching the learner the IK • Looking for cause-and-effect between the learner’s approach and progress toward the target condition 2nd Coach: scientifically helping the coach be more effective • Looking for cause-and-effect between the coach’s approach and the learner’s developmentAdapted from Mike Rother / Improvement Kata Handbook 41

43.
A New Work Structure The goal is a new type of workday. Improvement is not an occasional project, but a normal part of every day Striving and Learning Reacting The WorkdayAdapted from Mike Rother / Improvement Kata Handbook 42

44.
A New Work Structure Unfortunately, today most companies look more like this: • Reacting to problems has become an accepted cultural norm • The best “firefighters” are considered the most valued employees The Workday Reacting Typical Company TodayAdapted from Mike Rother / Improvement Kata Handbook 43

45.
A New Work Structure So how do we make THIS look like THIS? Striving & Learning The Reacting Workday HOW? Reacting The Workday Today TomorrowAdapted from Mike Rother / Improvement Kata Handbook 44